For very many association members, ”engagement” includes experiences at the local level (frequently through a chapter/component), and at the national level, through the national association. There are obviously a lot of issues wrapped up in the national/component relationship, and I’m not attempting to address them all here. But I want to pull out an important point because it relates to culture.

When it comes to how associations manage the local/national split on engagement, we tend to divide and conquer. National does its thing, and the chapters do their thing. In most cases, the chapters are separate legal entities anyway, so this makes some sense. And historically, you tended to go to your local chapter for networking and local study groups for certification, but relied on national to provide the big annual meeting and the certification standards. Fine. But this divide and conquer approach led to the development of distinctly different cultures at national and the chapters over time.

And perhaps that’s not the end of the world (there are always variations among subgroups within a culture), but in today’s environment, much of engagement involves an online or virtual component, which means the lines between local and national can blur. The member wants to go online to find out about volunteering opportunities through the association’s new “volunteer bank,” and they don’t particularly care if national created it or if the chapter did, but they’re expecting to see volunteer opportunities that are both local and national. But our divide and conquer separate culture pattern doesn’t like these blurred lines. Someone has to “own” that volunteer bank, and the thought of negotiating with 50+ chapters on how to manage it is really depressing. Let’s create a national volunteer bank, and then hope the chapters can figure out a way to use it locally. That’s the best we can do.

So, here’s the deal: Maybe the new operating environment is asking us to shift our culture. Maybe the very separate cultures we have nurtured over the years at the national and local levels are creating a negative experience for our stakeholders. Maybe in order to succeed today, we need to do things differently. Maybe we will have to change the way we share information with the chapters, make decisions about programming or even share resources.

If that sounds impossible to you, then maybe you should look for a new line of work. Sorry to be harsh, but maybe you need to go find an industry that is not in flux, that has a super-stable customer base whose experiences and expectations aren’t changing rapidly. Go find that job, so you can show up every day and implement according to the plan and the way it’s always been done.

Because we need to make room for a different kind of association executive. One who recognizes the work of associations — the work of engaging members and stakeholders in ways that produce extraordinary value for both the stakeholders and the organization — requires innovation, new practices and a much stronger focus on the role of culture.

Culture makes it clear what is valued, and our traditional local/national split is all about valuing efficiency and control in a centralized hierarchy. It puts the association at the center of the universe, and that’s not what today’s stakeholders expect. We need cultures that are open to integrating local and national engagement experiences. The longer you wait to make those changes, the easier it will be for newer entities to swoop in and start stealing away members.

Jamie is an author and culture consultant at Human Workplaces who uses culture analytics and customized consulting to drive growth, innovation, and engagement for organizations around the world. He brings 25 years of experience in conflict resolution, generational differences and culture change to his work with leaders leveraging the power of culture. The author of two books — "When Millennials Take Over" and "Humanize" — Jamie has a Master’s in conflict resolution from George Mason and a certificate in OD from Georgetown, where he serves as adjunct faculty.

Jamie is an author and culture consultant at Human Workplaces who uses culture analytics and customized consulting to drive growth, innovation, and engagement for organizations around the world. He brings 25 years of experience in conflict resolution, generational differences and culture change to his work with leaders leveraging the power of culture. The author of two books — "When Millennials Take Over" and "Humanize" — Jamie has a Master’s in conflict resolution from George Mason and a certificate in OD from Georgetown, where he serves as adjunct faculty.

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